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Journal of Business Ethics
Erschienen in: Journal of Business Ethics 3/2019

14.09.2017 | Original Paper

Addressing Unintended Ethical Challenges of Workplace Mindfulness: A Four-Stage Mindfulness Development Model

verfasst von: Jane X. J. Qiu, David Rooney

Erschienen in: Journal of Business Ethics | Ausgabe 3/2019

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Abstract

This study focuses on mindfulness programs in the corporate world, which are receiving increasing attention from business practitioners and organizational scholars. The workplace mindfulness literature is rapidly evolving, but most studies are oriented toward demonstrating the positive impacts of mindfulness as a state of mind. This study adopts a critical perspective to evaluate workplace mindfulness practice as a developmental process, with a focus on its potential risks that have ethical implications and are currently neglected by both researchers and practitioners. We draw from a Buddhist perspective that understands mindfulness training as an ethics-based, longitudinal, and holistic path. To this end, we develop a four-stage model to illustrate a potential developmental process for participants in workplace mindfulness programs. This model comprises four stages of preliminary concentration, deep concentration, self-transcendence, and reengagement, each of which has its own underlying characteristics and impacts on individual participants and organizations.
Vorheriger Artikel The Unwitting Accomplice: How Organizations Enable Motivated Reasoning and Self-Serving Behavior
Nächster Artikel On Establishing Legitimate Goals and Their Performance Impact

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Metadaten
Titel
Addressing Unintended Ethical Challenges of Workplace Mindfulness: A Four-Stage Mindfulness Development Model
verfasst von
Jane X. J. Qiu
David Rooney
Publikationsdatum
14.09.2017
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 3/2019
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-017-3693-1

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